Tag: finance

Start the New-Year with an Inventory: A Practical Guide for Small Businesses

The start of a new year is the perfect time for small business owners to pause, reflect, and prepare for what lies ahead. As you close the books on 2025, one essential step in setting your business up for success is taking inventory.

For many businesses, inventory is a mandatory task. You must know what assets you have in order to (1) determine your cost of goods sold, (2) calculate profit and loss, and (3) prepare an accurate balance sheet. This process often requires the business owner—or trusted staff members—to physically count inventory.

Retail and wholesale businesses must count goods held for sale, while manufacturers must account for components and materials. Beyond physical assets, wise business owners take inventory in several other critical areas that support long-term business growth.

Personnel Inventory

The new year is an ideal time to assess your workforce and determine whether you have the right people in place to meet upcoming challenges.

Consider whether you plan to expand into new markets and whether your current team has the skills needed to support that growth. If you anticipate changes to operations due to new technology or the use of AI, ask whether current employees will need additional training—or whether new roles with different skill sets may be required.

Think ahead to employee transitions. If key team members may retire or leave this year, identify whether current employees could be developed and promoted into those roles, and which positions may require external hiring. Review certifications and training credentials, and create a plan for continuing education or re-certification where needed. Investing in your people is one of the most important investments you can make as a small business owner.

Digital Inventory

Your digital assets are valuable business resources and should be reviewed regularly. These assets include customer lists, business documents, websites, photos, videos, and social media accounts.

Ensure that all digital assets are secure, backed up, and compliant with applicable regulations. Public-facing assets such as your website should be ADA compliant so that all potential customers can access your information and interact with your business. Review license and subscription renewal dates and add them to your calendar to avoid disruptions.

Document who has access to digital accounts and what permissions they hold. At least two trusted employees should have access to critical systems to ensure continuity if an account manager leaves unexpectedly.

Financial Inventory

A financial review is essential to maintaining a healthy small business. Take time to examine outstanding accounts receivable—money owed to your business—and accounts payable—money your business owes.

Confirm that obligations are being paid on time to avoid late fees and interest and to take advantage of any early-payment discounts. Evaluate whether customers are paying on schedule and address overdue accounts promptly. Review your cash position to ensure you have sufficient funds to meet upcoming obligations. If a shortfall is likely, act early to establish a line of credit or strengthen your receivables collection process.

Intellectual Property Inventory

When small business owners hear the term intellectual property, they often think of patents or trademarks. While you may not hold formal registrations, you likely have important branding assets such as your business name, logo, website, and domain names.

Take time to confirm that these assets are protected and that any registrations or renewals are current. Review your business listings across online directories to ensure information is accurate and consistent. Conduct an internet search to verify that no one is improperly using your business name or branding. Protecting your intellectual property helps safeguard your reputation and credibility.

Marketing Inventory

Review your marketing materials, including brochures, business cards, and branded merchandise. If inventory is running low, this is an excellent time to evaluate whether updates or corrections are needed.

Order refreshed materials as appropriate, and discard outdated versions to reduce clutter and prevent employees from inadvertently using incorrect information. Clear, current marketing materials support consistent messaging and professional presentation.

Processes Inventory

Finally, assess your business processes to ensure your operations are efficient and aligned with your goals. Reviewing processes can uncover gaps, inefficiencies, and opportunities for improvement.

Evaluate core operational workflows, administrative tasks, inventory management, sales and marketing efforts, customer service procedures, technology systems, and decision-making processes. As you do, consider whether new tools or technologies on the market could improve efficiency or support future growth.

Taking these inventories requires an investment of time, but the benefits are significant. This process helps prepare your employees for the year ahead, simplifies tax preparation, protects your business assets, reduces clutter, and positions your company for success in 2026.

A thoughtful inventory is one of the best ways to start the new year with clarity, confidence, and purpose. It is time well spent—and a strong foundation for the year ahead.

To make this easy to use throughout the year, the checklist below can be copied and pasted into your Notes app, or you can email it to yourself using the icon at the bottom of this post.

New Year Small Business Inventory Checklist

Save this checklist to revisit throughout the year.

📦 Physical & Asset Inventory

☐ Count inventory held for sale (retail/wholesale)
☐ Count components and materials (manufacturing)
☐ Review furniture, fixtures, and equipment
☐ Update depreciated values for tax and accounting records
☐ Check office supply levels

👥 Personnel Inventory

☐ Review current staffing levels
☐ Identify skill gaps for business growth or expansion
☐ Assess training needs related to technology or AI
☐ Review employee certifications and renewal dates
☐ Identify potential retirements or role transitions
☐ Create a hiring or promotion plan if needed

💻 Digital Asset Inventory

☐ Review customer lists and business documents
☐ Confirm website and digital assets are backed up
☐ Check ADA compliance for public-facing platforms
☐ Review software licenses and subscription renewals
☐ Confirm who has access to each digital account
☐ Ensure at least two trusted users can access critical systems

💰 Financial Inventory

☐ Review accounts receivable
☐ Follow up on overdue customer payments
☐ Review accounts payable
☐ Schedule upcoming payments to avoid late fees
☐ Review cash flow and upcoming obligations
☐ Explore financing or credit options if needed

™️ Intellectual Property Inventory

☐ Review business name, logo, and branding assets
☐ Confirm domain names and renewals
☐ Check trademarks or copyrights (if applicable)
☐ Verify business listings across online directories
☐ Search for unauthorized use of business branding

📣 Marketing Inventory

☐ Count brochures, business cards, and printed materials
☐ Review messaging for accuracy and relevance
☐ Update marketing materials as needed
☐ Reorder materials with low stock
☐ Discard outdated or incorrect materials

⚙️ Process Inventory

☐ Review core operational processes
☐ Assess administrative workflows
☐ Evaluate inventory management systems
☐ Review sales and marketing processes
☐ Assess customer service procedures
☐ Evaluate technology and data management tools
☐ Identify inefficiencies and improvement opportunities

Helping Employees Build Financial Security: A Guide to Employee Emergency Savings Accounts

As a small business owner, you have an opportunity to support your employees’ financial well-being in meaningful ways — and it doesn’t have to strain your budget. One increasingly popular option is offering an Employee Emergency Savings Account (ESA).

These accounts gained attention following the passage of the SECURE 2.0 Act in 2022, which updated retirement legislation and introduced Pension-Linked Emergency Savings Accounts (PLESAs).

PLESAs are simple to implement, require no employer contributions, and give employees a practical way to save for financial emergencies without tapping into their retirement funds.

What Is a Pension-Linked Emergency Savings Account (PLESA)?

A PLESA is a savings option tied to an existing retirement plan, such as a 401(k), allowing employees to automatically set aside money for emergencies via payroll deductions.

The key benefits include:

  1. Reduced employee financial stress
  2. Improved financial wellness
  3. Better employee retention and engagement

Employees can access these savings when unexpected expenses arise — without penalties or complicated processes.

Key Features and Requirements

Here’s a quick overview of how PLESAs work:

  1. Eligibility: Available to employees earning less than $160,000 in 2024 (classified as non-highly compensated for 2025).
  2. Contribution Limits: Maximum annual contribution is 3% of an employee’s pay, up to $2,500 per year.Contributions are made with after-tax dollars and held in a Roth IRA within the retirement plan.
  3. Withdrawals: Can be made at any time, penalty-free.
  4. Employer Contributions: Optional. If offered, employer matches must go into the employee’s main retirement account, not the PLESA.

Appropriate Uses for PLESA Funds

While there are no legal restrictions on how PLESA funds are used, the intended purpose is to help cover genuine financial emergencies, such as:

  • Medical bills
    • Car repairs
    • Emergency home repairs
    • Temporary loss of income
    • Essential living expenses during hardship

Employees should be encouraged to avoid using these funds for vacations, investments, or routine bills that should be part of a regular budget.

How to Set Up a PLESA for Your Business

If you’re interested in offering this valuable benefit, follow these steps:

  1. Confirm your retirement plan provider supports PLESAs. Contact your plan administrator to discuss setup, automatic enrollment, sub-account creation, and tracking procedures.
  2. Implement automatic enrollment, with an opt-out option.
  3. Clearly communicate program details to employees. Explain how it works, contribution limits, withdrawal procedures, and opt-in/opt-out options.
  4. Offer financial wellness education. Provide resources and workshops to help employees build money management skills.
  5. Track contributions and withdrawals for accurate reporting.

Final Thoughts

Providing your employees with tools for financial security is one of the most meaningful ways you can care for your team. Establishing a Pension-Linked Emergency Savings Account plan takes some effort but requires no employer funding — and the benefits to employee morale, wellness, and retention are significant.

If you have the means to offer a PLESA, I encourage you to explore it. Helping your team be financially prepared for life’s unexpected challenges isn’t just good for them — it’s good for your business too.

Preparing for a Business Loan: A Guide to Spreading the Numbers

When you apply for a business loan, your lender has a responsibility to the financial institution she represents to evaluate the risk of your loan request and make an informed decision. To do this, the lender will request your business tax returns, financial statements, and a personal financial statement. Then, she’ll likely tell you she needs time to “spread the numbers.”

So, what does that mean?

Spreading the numbers involves organizing the financial data you’ve provided into a standardized format, allowing the lender to assess your business’s financial health and loan eligibility. During this process, your lender will be looking at several key factors:

  • Trends in your business’s sales and profits
  • The risk involved in approving the loan
  • The overall health of your business
  • How your business compares to others in your industry

Your lender will also evaluate your application using what’s known as the Five C’s of Credit:

1. Capacity
Capacity refers to your business’s ability to generate enough earnings to cover all obligations and make the required loan payment. Lenders use the cash flow statement to determine this. Many financial institutions look for operating profits to be at least twice the debt service required for the loan.

2. Capital
Capital represents the assets your business owns, as shown on your balance sheet. A higher level of capital indicates a more stable and secure business. It can also serve as additional collateral for the loan, offering reassurance to the lender.

3. Collateral
Collateral consists of assets the business owns that could be sold, if necessary, to generate cash and cover loan payments in the event of declining revenues. This might include equipment, real estate, inventory, or other tangible assets.

4. Conditions
Conditions refer to the current state of the economy and trends within your specific industry. Lenders consider how these external factors might impact your business’s ability to repay the loan.

5. Character
Character is a measure of your personal reputation, creditworthiness, and reliability. Lenders evaluate character by reviewing your credit score, background, and history of financial responsibility. Issues like past bankruptcies or criminal convictions can be red flags and may affect your loan approval.

How to Make It Easier for Your Lender

As a borrower, you can help streamline the loan evaluation process by preparing a complete, organized, and accurate loan proposal package. Here’s how:

  • Provide a full set of financial statements, including: (1) three years of business tax returns, (2) the most recent balance sheet and income statement, (3) a year-to-date profit and loss statement, (4) a cash flow forecast, and (5) your personal financial statement
  • Ensure your financial statements are prepared using standard accounting formats. Many businesses rely on accounting software to generate standardized, professional reports.
  • Include written explanations for any significant events that have affected your business’s financial health or your personal financial position over the past year or two.
  • Carefully review your entire document package to confirm accuracy and completeness before submitting it to the lender.
  • Proactively disclose any potential red flags, such as prior bankruptcies or other character-related issues, to the lender upfront. Transparency builds trust and allows you to provide context before questions arise.

Final Thoughts

Most business owners want their loan applications to be processed quickly and smoothly. You can help make that happen by preparing your documents in advance and providing your lender with everything she needs to “spread the numbers” and make an informed decision. Thoughtful preparation not only speeds up the process but also positions you as a responsible, credible borrower.

If you’d like more guidance on understanding your financial reports, making informed business decisions, and evaluating your profitability, be sure to check out my other blogs for small business owners. Many of them are designed to help you gain confidence in reading your financial statements, spotting potential issues, and setting your business up for long-term success. You’ll find practical, straightforward tips you can start using today!

Is Your Business Healthy? Let the Numbers Tell the Story

Over the past few weeks, we’ve discussed how to create and understand your financial statements. Now it’s time to turn our attention to reviewing and assessing those statements.

Regularly analyzing your financial data is essential to:

  • Determine if your business plans are working
  • Identify problems such as theft or fraud
  • Evaluate how your business compares to others in your industry
  • Spot trends that may positively or negatively affect your revenue

Are Your Plans Working?

Your cash flow worksheet was based on projected monthly sales over two years. You made critical business decisions—such as hiring staff, leasing space, and applying for financing—based on those projections.

If your actual revenue is falling short of projections, you may be burning through cash faster than expected. Identifying that early allows you to make adjustments, cut expenses, or secure additional funding.

On the flip side, if your revenue is exceeding expectations, you might be struggling to meet demand or maintain excellent customer service. In that case, you may need to hire more staff or set clearer expectations with customers regarding delivery times.

Identifying Problems

When I owned a restaurant, we were required to complete a weekly profit and loss statement and submit it to headquarters along with our royalty payment. Two numbers I always paid close attention to were payroll and cost of goods sold (COGS).

Our goal was to keep payroll under 22% of revenue and COGS under 35%. If either number was too high, it triggered an investigation. Here are some examples:

Payroll Red Flags

  • Overstaffing during slow periods: I reviewed scheduling during off-peak hours and made necessary adjustments.
  • Employees clocking in early or out late: I compared timecards to the schedule. One student used to come in early to do homework, but I didn’t realize he was on the clock!
  • Overtime pay: This often happened when a nearly full-time employee picked up extra shifts. We learned to ask part-time staff to cover instead.

Inventory Red Flags

  • Improper food preparation: Mistakes led to waste. We retrained employees or reminded them to follow special instructions more carefully.
  • Excess food on the buffet: Supervisors learned to reduce what was put out in the last 30 minutes of service.
  • Ordering errors: Overstocked perishables spoiled; running out meant buying from local stores at higher prices.
  • Theft: This included employees eating food without paying, giving away food, or failing to ring up sales and pocketing the cash.

Even if you’re not in the food service business, these examples illustrate how to track down the causes of higher-than-expected costs.

Comparing to Industry Standards

Analyzing your financial statements also helps you understand how your business stacks up against others in your industry. Industry benchmarks are available through association data, IBISWorld reports, and other sources.

For more on this, check out my blog: Comparing Your Financial Ratios to Industry Standards – Susan’s Reflections

Spotting Financial Trends That Spell Trouble

Declining sales volume is a major red flag. A brief dip might be seasonal or due to temporary competition. But if the trend continues, take a closer look:

  • Customer service issues: Even one rude or careless employee can cost you business. Many customers won’t complain—they’ll just leave.
  • Product quality issues: Poor-quality goods can lead to returns and dissatisfied customers.
  • Missed deadlines: Late deliveries frustrate clients. Evaluate every step in your supply chain to find and fix delays.

Rising accounts receivable can signal that your customers are struggling to pay. This slows your collections, reduces cash flow, and makes it harder to pay your own suppliers. If your receivables are growing:

  • Identify which customers are paying late and ask why.
  • Consider adjusting their credit limits or payment terms.
  • Project your cash flow for the next few months.
  • Talk to your banker about a line of credit, and ask suppliers for more favorable terms if needed.

Declining profit margins are another warning sign. Investigate the root cause. It could be:

  • Rising supply costs: Due to inflation, fuel prices, or shortages. Consider discontinuing low-margin items or sourcing more affordable alternatives.
  • Increased wages: If labor costs have risen, look for ways to improve productivity or automate processes.
  • Higher operating expenses: These might include utilities, insurance, or telecom services. Shop around for better rates, reduce waste (like leaking pipes or lights left on), and review whether you’re paying for services you don’t need.

Final Thoughts

Every business is different, but all must control costs and protect profit margins. Assessing your financial ratios regularly helps you identify problems early—before they impact your bottom line. Use the examples above as a guide to evaluate your own financials, make informed decisions, and position your business for long-term success.

If you’d like help reviewing your financial statements or identifying potential issues, don’t hesitate to reach out. I’m here to support you! You can email me at susan.ball5@aol.com.

Comparing Your Financial Ratios to Industry Standards

Business woman studying her business's financial ratios

Knowing your financial ratios is critical to managing your small business successfully. If you are applying for a business loan, the lender will want to see that your net operating income is more than sufficient to cover your loan payments. In fact, most lenders expect net operating income to be approximately three times the required loan payment. This standard holds true across the industry.

However, other ratios can vary greatly depending on the type of business you have. For example, inventory turnover should be much faster in a restaurant or grocery store compared to a retail clothing or appliance store. Grocery stores often have low profit margins per item but sell a large volume of products, while appliance stores sell fewer items but need a higher margin per sale to stay profitable.

Fortunately, there are several sources of standard industry data that can help you assess how your business compares to industry averages. These resources include:

  • IBISWorld: Offers comprehensive industry analysis, financial statistics, and industry trends. It’s a fee-based service, but you may be able to access it for free through a university or public library. Many Small Business Development Centers (SBDCs) use these reports in client consultations.
  • ReadyRatios: This financial software allows business owners to input their financial statements and automatically calculate key financial ratios. It also compares your business’s performance to industry benchmarks. ReadyRatios offers both free and fee-based versions depending on your needs.
  • Statista: A platform providing a wide range of data, including industry-standard ratios, market trends, and consumer behavior. It also has both free and premium options.

Other sources include:

  • Trade Associations
  • U.S. Census Bureau
  • Bureau of Labor Statistics
  • Market Research Firms

Key Ratios to Compare

There are several important financial ratios you can use to assess your business’s performance. Here are a few to consider:

Revenue Growth

If your industry is experiencing strong revenue growth but your business is lagging behind, it’s important to investigate why. Ask yourself:

  • Are new competitors eating into your market share?
  • Have you cut back on marketing and advertising?
  • Are you failing to provide an exceptional customer experience?

Profit Margin

Before starting your business, you should research the industry’s standard profit margin and compare it to your projected margins. If you’re projecting a profit margin much higher than industry standards, you’ll want to carefully review your assumptions about costs and operating expenses. If your business is already running and your profit margin is too low, consider:

  • Are your costs rising faster than you’re able to increase prices?
  • Are you failing to collect receivables in a timely manner?
  • Have revenues fallen below the point where they can cover fixed costs?
  • Has the quality of your product declined, leading to returns and waste?

Cost of Goods Sold (COGS)

The COGS ratio varies widely by industry, and yours should align with the industry’s average. If it’s not, investigate the following:

  • Are your prices too high, leading to reduced sales?
  • Is your markup too low, cutting into profits unnecessarily?
  • Are you offering deep discounts to move inventory, suggesting a misalignment with customer demand?
  • Are you over-ordering perishable items, resulting in waste?

Inventory Turnover Ratio

Your inventory turnover ratio indicates how quickly you’re selling and replacing inventory. If your ratio is higher than the industry average, it may indicate that you’re turning over inventory too quickly, which could lead to lost sales on high-demand items. On the other hand, a lower turnover ratio could mean that you’re ordering too much or the wrong items. Striking the right balance between inventory levels and demand is key to boosting sales and minimizing excess investment.

Interpreting Industry Benchmarks

These are just a few of the key financial ratios you can compare. It’s important to remember that deviating from the industry standard doesn’t necessarily indicate a problem, but it should prompt further investigation. You may find that your business is more efficient than average, or you may uncover areas for improvement that could help you optimize operations and boost profitability.

Conclusion: Understanding Your Ratios in Context

By comparing your financial ratios to industry standards, you can gain valuable insights into how your business is performing. Regularly reviewing these ratios will help you stay on track, identify potential issues early, and make informed decisions about the future of your business. Industry benchmarks serve as a useful tool, but remember that each business is unique, and your financial strategy should reflect your individual goals and circumstances.

If you need help analyzing your business’s financial ratios or understanding how they compare to industry standards, feel free to reach out. I’m here to help you navigate your financial strategy and grow your business confidently! You can email me @ susan.ball5@aol.com

Know Your Financial Ratios: The Key to Understanding Your Business’s Profitability

Understanding your financial statements is crucial to managing your small business effectively. However, it’s just as important to analyze these statements to assess how your business is performing. One powerful tool to do this is financial ratios. These ratios can help you measure your business’s financial health and compare it to others in your industry.

Here’s an overview of key financial ratios every business owner should understand and know how to calculate.

What Are Financial Ratios?

Financial ratios are calculations that help business owners evaluate their financial performance. They allow you to measure things like liquidity, profitability, and leverage—giving you a clearer picture of your business’s financial health.

Measures of Liquidity:

Liquidity refers to how easily assets can be converted into cash to cover short-term obligations. To maintain financial stability, it’s essential for a business to have sufficient liquidity.

Current Ratio: The current ratio measures a company’s ability to meet short-term liabilities using short-term assets.

Formula: Current Ratio = Current Assets / Current Liabilities

A ratio greater than 1 indicates that the company can pay its short-term obligations using its assets. A higher ratio means more liquidity.

Quick Ratio: The quick ratio is another liquidity measure, but it excludes inventory from current assets, recognizing that inventory may take longer to sell and convert into cash.

Formula: Quick Ratio = (Current Assets – Inventory) / Current Liabilities

Inventory Turnover Ratio: This ratio measures how often a company sells and replaces its inventory during a period. A higher turnover suggests that inventory is being sold quickly. Inventory turnover ratios vary greatly from one industry to another. Businesses whose inventory is perishable must turn over their inventory in a few days, whereas businesses whose products have long lives turn over their inventory just a few times a year.

Formula: Inventory Turnover Ratio = Cost of Goods Sold / Average Inventory

Measures of Profitability:

Gross Profit: Gross profit represents the revenue that remains after subtracting the cost of goods sold (COGS). It’s essential for understanding how much revenue is available to cover operating expenses.

Formula: Gross Profit = Revenues – Cost of Goods Sold

Gross Profit Margin: The gross profit margin shows the percentage of revenue available to cover operating expenses.

Formula: Gross Profit Margin = (Revenues – COGS) / Revenues

A higher gross profit margin indicates a more efficient business model.

Net Profit: Net profit is the remaining revenue after subtracting all expenses, taxes, and interest. It represents the business’s overall profitability.

Formula: Net Profit = Revenues – COGS – All Business Expenses

Net Profit Margin: The net profit margin calculates what percentage of revenue remains as profit after all expenses are paid.

Formula: Net Profit Margin = Net Profit / Revenues

Operating Profit (EBITDA): After taking out the cost of goods sold and paying all operating expenses you are left with the Operating Profit. It measures the funds available to meet obligations, such as loan payments and taxes. It’s also known as EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization).

Formula: Operating Profit = EBITDA = Gross Profit – Operating Expenses

Return on Assets (ROA): The return on assets ratio measures how efficiently a business is using its assets to generate profit.

Formula: Return on Assets = Net Profit / Total Assets

Return on Equity (ROE): The return on equity ratio shows how much profit a company generates with the money invested by its shareholders.

Formula: Return on Equity (ROE) = Net Profit / Shareholder’s Equity

Leverage Ratios:

Leverage ratios indicate the degree to which a company is financing its operations through debt, which is vital for evaluating financial risk.

Debt-to-Equity Ratio: The debt-to-equity ratio compares a company’s total debt to its total equity.

Formula: Debt-to-Equity Ratio = Total Debt / Total Equity

Interest Coverage Ratio: The interest coverage ratio measures a company’s ability to meet interest payments.

Formula: Interest Coverage Ratio = EBIT / Interest Expense

Debt Service Coverage Ratio: This ratio measures a business’s ability to cover its debt obligations (principal and interest payments).

Formula: Debt Service Coverage Ratio = Net Operating Income / (Principal + Interest Due)

A ratio of 2.5 to 3.0 or higher is often seen as a healthy benchmark by lenders.

How to Interpret Financial Ratios

Now that you understand the basic financial ratios, it’s essential to interpret what they mean. Some ratios, such as the debt service coverage ratio, are fairly standard across industries. Other ratios, such as inventory turnover or profit margins, can vary significantly between different industries.

In our next blog post, we’ll dive deeper into how to access industry data to benchmark your ratios and what variances in your ratios mean for your business’s performance.

Conclusion: Why Financial Ratios Matter

Understanding and calculating financial ratios is crucial for small business owners who want to assess their financial health. These ratios provide valuable insights into liquidity, profitability, and financial risk. By regularly tracking these ratios, you can make informed decisions about your business’s financial strategy and growth.

If you have any questions about how to calculate or interpret your business’s financial ratios, feel free to reach out in the comments below or email me at susan.ball5@aol.com. I’m here to help you manage your business finances with confidence!

Know Your Financial Statements—The Personal Financial Statement

The Personal Financial Statement (PFS) is an important document that every business owner should understand. Unlike other financial statements, the PFS reflects the financial health of the business owner rather than the business itself. Many business owners mistakenly believe their personal financial situation is separate from their business’s financial health. However, that is not the case.

A business owner’s personal finances play a crucial role in determining whether a lender will approve a small business loan. Lenders review the PFS to assess if the borrower:

  1. Is managing their personal finances well
  2. Has cash to inject into the business
  3. Has collateral to support the loan

Moreover, landlords and franchisors often require business owners to demonstrate financial responsibility before entering into lease or franchise agreements. Additionally, a PFS is necessary for certain SBA certifications and for securing SBA-backed loans.

Many business owners struggle with understanding how to complete the PFS. To help, I’ll guide you through the process, using the SBA’s Form 413 as the reference. While each bank may have its own version, most will accept the SBA version.

Guidelines for Completing the Personal Financial Statement

Assets:

  • Cash on Hand and in Banks: Total cash on hand and in your bank checking accounts.
  • Savings Accounts: Total of savings accounts, including CDs and money market accounts.
  • Retirement Accounts (IRAs, etc.): Total all retirement accounts. Though this money cannot be used as collateral, it’s still an important asset.
  • Accounts and Notes Receivable: Money owed to you, such as tax refunds, security deposits, or maturing CDs.
  • Life Insurance: Include only the cash surrender value of life insurance policies (the amount you’d receive if you cancel the policy, after administrative costs).
  • Stocks, Bonds, Real Estate, Automobiles, and Other Personal Property: List at current market values.
  • Other Property and Assets: Includes boats, trailers, collectibles, and jewelry.
  • Business Ownership: If you own a business, include its value, calculated by summing cash, equipment, and inventory. Enter this as “Other Assets.”

Liabilities:

  • Accounts Payable and Notes Payable: Includes unpaid bills, outstanding credit card balances, and bank loans (excluding mortgages, student loans, and auto loans).
  • Auto and Installment Loans: Include the total debt and the monthly payment for auto loans, student loans, or other installment loans.
  • Life Insurance Loans: If applicable, list any loans against life insurance policies.
  • Mortgage Liabilities: Include the total debt secured by any real estate, including first and second mortgages and home equity loans.
  • Unpaid Taxes: List any unpaid income tax, property taxes, and personal property taxes.
  • Other Liabilities: Include private loans from friends or family, legal judgments, and unpaid child support or alimony.

Net Worth: Net Worth = Total Assets – Total Liabilities

Additional Sections to Complete

Once you’ve filled in the basic table, additional details about your assets and liabilities are required in the sections below.

Section 1: Income

  • Salary: Include wages or salaries you regularly pay yourself from the business and any other employment.
  • Investment and Real Estate Income: Provide details of income from investments or properties.
  • Other Income: This might include disability income, foster care payments, and retirement income (but not alimony or child support).
  • Contingent Liabilities: Include any loans for which you co-signed, or set-aside funds for contingencies like lawsuits or IRS audits.

Section 2: Loans and Credit Cards

Provide details on all outstanding bank loans, credit card balances, student loans, auto loans, and personal loans.

Section 3: Stocks and Bonds

Provide details on stocks and bonds owned, including the number of shares and their current values.

Section 4: Real Estate

Include all properties owned—both free and clear, and those with mortgages. Use online sources like Zillow to estimate current property values.

Section 5: Other Assets

Describe the assets listed in Accounts Receivable, Other Personal Property, and Other Assets. Include the asset and its value, e.g., “2024 tax refund expected: $1,450” or “2018 fishing boat: $9,000.”

Section 6: Taxes Owed

Provide details on any unpaid taxes owed to the federal, state, or local government. If you’re on a payment plan, include the balance and payment terms.

Section 7: Other Liabilities

Provide details on any other liabilities not already covered in the previous sections.

Section 8: Life Insurance Policies

List the face value of your life insurance policies and the cash value you would receive if you cashed them out. If you’ve borrowed against any policies, include those details here as well.

Be sure to sign and date the form, and include your Social Security Number. If you are married, your spouse must also sign and date the form.

When lenders, landlords, or franchisors review your PFS, they’re evaluating whether you manage your personal finances responsibly, if you’ve taken on too much debt, and whether you can meet your financial obligations. Managing your personal finances well is critical, not only for your own peace of mind but also to demonstrate your ability to manage your business effectively.

Conclusion

The Personal Financial Statement is a key tool in securing financing for your business and demonstrating your financial responsibility to potential partners. By completing it accurately, you’ll be better prepared for any financial assessments that come your way. If you have any questions about how to complete your PFS or need further assistance, feel free to drop a comment below or email me at susan.ball5@aol.com! I’m happy to help you navigate this important aspect of your business finances.

Know Your Financial Statements—Accounts Payable

Most small businesses have a number of unpaid bills at any given time. Inventory has been delivered, but the invoice isn’t due yet. Utility bills arrive two to three weeks before the due date. Retail sales tax has been collected but not remitted to the tax department. Payroll withholding taxes are being held in escrow until it’s time to file quarterly reports. These unpaid bills are known as accounts payable.

It’s crucial to keep track of your accounts payable so you know how much is owed, to whom, and when the bills are due. Managing your accounts payable effectively offers several benefits. A statement of accounts payable will help you achieve this.

Benefits of a Statement of Accounts Payable

  1. Effective Cash Flow Management
    Accounts payable should be included in your cash flow statement for the month they are due. This ensures that you’ll have enough cash on hand to cover those bills. It also helps highlight months where a shortage might occur, allowing you to arrange a line of credit to meet forecasted shortfalls.
  2. Avoidance of Late Fees and Interest
    Tax authorities impose penalties for late filing of quarterly tax payments and monthly sales tax reports. Banks, utility companies, and suppliers may also charge late fees or interest for bills that aren’t paid on time.
  3. Take Advantage of Discounts
    Many suppliers offer discounts for early payment. A statement of accounts payable lets you easily spot vendors offering discounts, so you can ensure bills are paid on time to take advantage of these savings.
  4. Maintain Good Credit and Vendor Relationships
    Timely payments are key to maintaining a strong credit score and healthy relationships with lenders and suppliers.
  5. Preparation for Loan Requests
    If you need to borrow money or establish a line of credit, lenders will often request a statement of accounts payable. This statement helps them evaluate your level of debt in relation to industry norms and your ability to cover outstanding debts if your revenue declines.

Creating a Statement of Accounts Payable

A statement of accounts payable is essentially a table that includes:

  • Name of creditor
  • Account number or invoice number
  • Invoice date
  • Due date
  • Amount owed
CreditorAcct/Invoice NumberInvoice DateDue DateAmount
Bill 1    
Bill 2    
Bill 3    
Bill 4    

Tips for Managing Accounts Payable

Managing accounts payable effectively is crucial for maintaining healthy cash flow and good vendor relationships. Here are some best practices to consider:

  • Separate Regular and Occasional Bills
    Keep distinct charts for bills that occur regularly and those that are occasional. This makes it easier to track and manage.
  • Record Monthly Bills on Your Cash Flow Statement
    Include occasional bills in the months they are due, not just the regular ones. This will help you get a clear picture of your upcoming cash flow needs.
  • Set Up Automatic Payments for Fixed Monthly Bills
    Set up automatic payments for bills like rent, loan payments, cell phone bills, and subscriptions that are predictable and have a fixed amount.
  • Estimate and Adjust for Variable Bills
    For bills that vary, like utilities or discretionary expenses (marketing, for example), use an estimated amount in your cash flow statement and adjust for seasonal variations.
  • Automate Bill Payments When Possible
    If possible, have bills go directly to your bank. This simplifies the payment process, especially if you’re using a bill-paying app.
  • Track Infrequent Bills
    For less frequent bills, like insurance payments, set up automatic payments to ensure you don’t overlook them.
  • Balance Your Checkbook Regularly
    Schedule weekly or bi-monthly checkups to balance your checkbook and confirm that all bills have been paid or are scheduled for timely payment.
  • Forecast Cash Flow in Advance
    Predict your monthly cash balances several months in advance to determine if sufficient funds will be available during slower months. If you forecast a shortage, take steps to ensure enough cash is available, like establishing a line of credit or injecting more capital into the business.

Conclusion

A statement of accounts payable is a simple but powerful tool for tracking your bills and maintaining healthy cash flow. By following the tips above, you’ll be able to manage your accounts payable effectively, avoid late fees, and maintain good credit and vendor relationships.

If you have any questions about managing your accounts payable or tips for creating your own statement, feel free to drop them in the comments below. I’d love to help you better understand this important aspect of your business finances!

Know Your Financial Statements—Accounts Receivable

If your business extends credit to customers, understanding and managing accounts receivable is essential. Accounts Receivable (AR) refers to the money customers owe for services rendered or goods delivered, and it’s a critical part of your cash flow. Many businesses—like professional services, utility companies, and wholesalers—work with accounts receivable.

What Are Accounts Receivable?

When you extend credit, you’re essentially allowing your customers to pay later, often within a specified number of days. For example, if you deliver goods or services to a customer, you may allow them 30 days to pay the bill. In this case, you would have an account receivable until that payment is made.

To effectively track AR, businesses use an aging schedule, which categorizes accounts based on how long the payment is overdue. At the end of this blog, I’ve provided a helpful Accounts Receivable Aging Schedule Template. This template outlines what to include in your report, but if you prefer to create your own, it offers a great starting point to ensure you’re tracking the necessary information. Typical categories are:

  • Current (not yet due)
  • 1-30 days past due
  • 31-60 days past due
  • 61-90 days past due
  • Over 90 days past due

Why Does This Matter?

An Accounts Receivable Aging Report plays a significant role when you apply for a business loan. Lenders will review this report to assess how much of your business’s sales are made on credit, how it compares to industry norms, and whether there’s a risk of non-collection. Specifically, lenders are concerned about the percentage of receivables that are more than 60 days overdue. If the report shows high delinquency, it could signal poor cash flow management, which might lead to a loan denial.

Why Managing Accounts Receivable is Crucial

Effective AR management is key to your business’s cash flow health. Here are a few strategies to keep in mind:

  • Measure the Effectiveness of Discounts
    Many businesses offer early payment discounts, like “2/10 Net 30,” meaning a customer gets a 2% discount if they pay within 10 days, but the full amount is due in 30 days. If a lot of customers are taking advantage of the discount, cash comes in quicker—but your profit margin takes a hit. Understanding how well your discount terms are working can help balance cash flow with profitability.
  • Monitor Customer Behavior
    Let’s say you’ve had a loyal customer who consistently pays early for the discount, but now they’re paying late or just on time. This could be a sign that they’re experiencing cash flow problems. If so, it’s worth reaching out to see how you can help. Perhaps they need smaller orders, or you can work out a payment plan to keep the relationship strong and reduce your risk of uncollected debt.
  • Improve Cash Flow Management
    By closely tracking overdue invoices, you can promptly follow up with reminders. If certain customers consistently pay late, it might be necessary to put a hold on further orders until they clear their outstanding balance. Proactively managing receivables ensures that cash keeps flowing into your business and reduces the risk of uncollected debt.
  • Assess and Adjust Credit Terms
    If few customers are taking advantage of your early payment discount, it could be time to reassess your credit policy. Maybe your discount isn’t big enough to incentivize early payment. Or perhaps customers need more time to pay based on how quickly they can sell your product. Adjusting your credit terms might help accelerate cash flow without compromising customer relationships.

The Risk and Reward of Extending Credit

Offering credit is an excellent way to attract new customers and keep current ones loyal. A discount for early payment can boost cash flow and reduce the risk of bad debt. But, as with all things in business, extending credit comes with its risks—delayed payments can affect cash flow, and offering discounts reduces profit margins. It’s important to stay informed about industry standards, track your AR regularly, and adjust your policies as needed. Most accounting software has monitoring features that can make this process easier.

Here’s a template for an Accounts Receivable Aging Schedule:

Final Thoughts

Tracking accounts receivable is more than just a financial task—it’s a critical element in your business’s cash flow management. By understanding how to monitor, manage, and adjust credit policies, you can strengthen your business’s financial health and make sure cash continues to flow in the right direction.

Know Your Financial Statements—The Income Statement

As a business owner, understanding your financial statements is key to making informed decisions. In this post, we’re diving into the income statement—a crucial report that shows how well your business is performing over a specific period of time, whether it’s a month, a quarter, or a year. Simply put, the income statement tells you how much revenue you’ve earned, how much you’ve spent, and—ultimately—whether you’re turning a profit.

Revenue: The Starting Point

The income statement starts with revenue, also known as sales or income. This represents the money your business earns before any expenses are subtracted. For most businesses, revenue can be broken down into different categories, depending on the nature of the business.

Common sources of revenue include:

  • Sales (products or services)
  • Fees and commissions
  • Rental income and interest income
  • For nonprofits, revenue also includes donations

You might also break down your revenue into specific categories to gain deeper insights into how your business is performing in different areas. Here are a few examples of how businesses typically organize revenue:

  • In-store vs. online sales
  • Food vs. beverage sales (for restaurants)
  • Restaurant sales vs. catering sales
  • Sales by department (women’s, men’s, and children’s clothing)
  • Sales by location (if you have multiple stores)

Cost of Goods Sold (COGS): Direct Costs Tied to Sales

Next, we have the Cost of Goods Sold (COGS), which represents the direct costs associated with producing or acquiring the goods you sell. COGS is often separated from operating expenses because it directly impacts your revenue.

The formula for COGS is:

COGS = Beginning Inventory + Purchases – Ending Inventory

For manufacturers, this cost also includes direct labor (the wages paid to employees who produce the product) and the raw materials used to create the product.

Keep in mind, determining your COGS accurately requires precise inventory management. Regular inventory counts—whether manual or tracked through software—are essential. Also, fluctuations in purchase prices can affect your COGS, especially if inventory items were bought at different prices.

Operating Expenses: The Cost of Running Your Business

Now, let’s talk about operating expenses—the costs involved in running your business day-to-day. These expenses can be fixed or variable:

  • Fixed expenses stay the same every month, such as rent, salaries, insurance, and depreciation.
  • Variable expenses change from month to month, such as wages (if you’re paying hourly employees), utilities, credit card fees, and supplies.

Some expenses can fall into both categories. Take advertising for example: while contracted services like digital ads might be a fixed cost, other components—like ad spend or promotional events—could fluctuate based on your business decisions.

Other Expenses: Beyond Operations

In addition to operating expenses, businesses also incur other expenses that are not tied directly to day-to-day operations. These are typically separated on the income statement.

Here are a few examples of “other” expenses:

  • Loan payments: The principal portion of a loan repayment isn’t deductible, but the interest portion is. Only the interest is accounted for here.
  • Capital expenditures (CapEx): While expenses related to property and equipment are legitimate business costs, they aren’t shown directly on the income statement. Instead, these are capitalized on the balance sheet and then depreciated over time.
  • Taxes: These include property taxes, sales taxes, and income taxes, and are generally listed separately from operating expenses.

The Bottom Line: Profit

After all expenses have been deducted, what’s left is your net profit (or loss). This is the amount that ultimately accrues to the owner(s)—and what determines if your business is financially healthy.

Final Thoughts

The income statement isn’t just a tool for accountants; it’s an essential document for any business owner. Understanding each section allows you to make smarter decisions about pricing, expenses, and growth. By regularly reviewing your income statement, you’ll have a clear picture of where your business stands and what adjustments might be necessary to hit your goals.

Here’s a template to show you what an income statement looks like:

Company Name
2025
Revenue
  Less:  Cost of Goods Sold 
Gross Profit $             –  
Expenses:
  Administrative Expenses
  Advertising and marketing
  Credit card fees
  Depreciation
  Insurance
  Interest expense
  Licensing and registration
  Professional Services
  Professional Memberships
  Office Expense
  Owner’s Draw
  Rent
  Supplies
  Telephone & Utilities
  Travel Expenses
  Wages
Total Expenses $             –  
Net Profit (Loss) $             –  

If you’d like a changeable balance sheet template, feel free to email me at susan.ball5@aol.com, and I’ll send it your way!